Daniel Stanton, DBA

📊 <40% of supply chain transformations deliver expected value 📅 Data Point of the Day #177 – Saturday 🧠 Takeaway: Technology isn’t failing. Execution and data foundations are. Most initiatives stall because ownership, process clarity, and data readiness were never aligned from the start. 👶 Baby Chains: “The foundation eecides the outcome.” 🐶 Bronxie the Bullwhip: “Wr launched everything…why isn’t it working?” 📌 Source: McKinsey Global Supply Chain Transformation Research; BCG Operations Studies ❓ Question: Which part of your transformation struggled most this year?

26

10 Comments

This situation is deeply disappointing for all of us working to advance supply chain excellence. SCOR has been a critical framework for aligning strategy and execution—and restricting its practical use undermines decades of progress. Open access must mean usable access. Without the ability to adapt and apply, the promise of SCOR remains locked away. Let’s advocate for a license that reflects the spirit of collaboration and continuous improvement our field is built on. #FreeSCOR

6

1 Comment

💡 Supply Chain literacy in every high school just makes academic sense. ‼️ Every shortage, delay, disruption, and innovation traces back to how systems connect—across people, data, infrastructure, and decisions. Teaching supply chain isn’t about logistics. It’s about teaching students to think in systems. And that’s the ✏️ skill every student needs to tackle today’s complex problems. Let’s talk. #logisticsToday #K12 #FutureReady #SystemsThinking #SupplyChain #CurriculumInnovation #CareerPathway

11

I am seeing this more often among companies I work with or study. Global supply chain strategies are losing relevance even before one production cycle completes. Not because firms chose poorly. Because the target moved. Today, the holy trinity of global supply chains—cost, speed, and resilience—cannot be optimized within any acceptable margin of error. Not when trade agreements collapse overnight. Not when procurement routes vanish, and new ones emerge every week. Not when regimes controlling critical chokepoints are in a constant state of disarray. The World Trade Organization's recent report found that $2.64 trillion, or 11.1 percent of total global imports, were affected by new trade measures in the 12 months to October 2025. This marked the most significant disruption to trade in over 15 years of #WTO monitoring. The Red Sea route, a critical passage between #Asia and #Europe that has historically carried a third of global container trade, experienced major disruptions over the past two years. Container traffic collapsed by over half, reaching a 90 percent decline at its worst. This forced ships to reroute around Africa, adding 10 to 14 days per voyage and millions in fuel costs. Air cargo surged in response, inflating logistics costs and global carbon footprints. The list goes on. As supply chain managers, we have no lever to pull here. We cannot stabilize regimes. We don't write trade agreements. And I hope we aren't expected to. But what we can do is build systems that recalibrate when the target moves. Systems that are locked into the runaway pace of technology, particularly AI, and geopolitics. Systems that excel at interpreting weak signals before they harden into constraints, understanding how rules across jurisdictions interact, and recognizing where legal exposure compounds risk. Because systems that treat supply chains as static will keep reacting, and those that make supply chains dynamic and antifragile will shape outcomes. Starting this week, I'll share insights from classrooms, boardrooms, and global discussions on how AI, geopolitics, and regulation are reshaping global supply chains. And what leaders should be paying attention to now and onward. Watch this space. Read more: https://lnkd.in/ghBwqCp5 #SupplyChain #Geopolitics #AI #Trade #Logistics #RiskManagement #GlobalTrade USC Master of Science in Global Supply Chain Management https://lnkd.in/g3mHCwi

37

Global supply chains are no longer a back‑office function—they are a growth and performance engine. A recent World Economic Forum article reinforces what many senior leaders are seeing firsthand: organizations that treat logistics and global supply networks as strategic assets are outperforming peers in resilience, market expansion, and financial performance. Key takeaways for executives: 1. Global supply chains are increasingly enabling new market entry and revenue growth, not just cost efficiency. 2. Supplier diversification and logistics redesign are now board-level strategic priorities, driven by geopolitics, volatility, and customer expectations. 3. Digital technologies—data visibility, AI, and infrastructure investments—are central to turning supply chains into a competitive advantage. For CEOs, COOs, and board members, the message is clear: competitive strategy and supply chain strategy must be tightly integrated. Read the article here: https://lnkd.in/eWAK8NFp How is your leadership team repositioning the global supply chain to drive performance—not just protect it? #SupplyChainStrategy #GlobalOperations #ExecutiveLeadership #BusinessPerformance #Resilience #GrowthStrategy Northeastern University D'Amore-McKim School of Business at Northeastern University

5

I decided (!!) that we are not going to be able to define “decision” with a single definition – the word is too widely used. Instead, I have come up with six definitions. These and other changes can be found at the “what is a decision” webpage:   https://lnkd.in/ermRPF2C (“tinyurl.com/” with “whatisadecision”)   My new set of definitions is below. Take a look and let me know what you think.   1. *An endogenously controllable information class*, or more simply, *information we control*. This definition distinguishes between: a) What we know at a point in time (the state of knowledge); b) Information that changes the state of knowledge that we (as the controlling agent) control; c) Information that changes the state of knowledge that we do not control, which means it arrives from an exogenous source outside of our control. Information in (b) represents decisions. 2. *A choice from a set of alternatives*. The “decision” is the choice that is made (by some process) from a set of alternatives which are typically (but not necessarily) discrete. 3. *A single choice in a set of alternatives*. “What decision was made” refers to the specific choice (the single element in a set of choices) as opposed to the entire set. 4. *A committed choice or action*, separate from a plan that may or may not be implemented. The idea of distinguishing plans from commitments was introduced by the decision scientist Ron Howard in 1966 using the phrasing “An irrevocable allocation of resources,” to capture the commitment to implement a choice.  5. *A set of one or more values*. These may be represented by a vector   that may be required to satisfy a set of constraints where is chosen to optimize some metric. 6. *The outcome of a competition or judgment*. For example, the winner of a sports contest, the result of an election, a judicial opinion.

71

24 Comments

NEW JOBS IN LOGISTICS, Managing Robots by Professor Bill Stankiewicz, Savannah Technical College: Eighty percent of humans will engage with smart robots on a daily basis, and one in 20 supply chain managers will manage robots, rather than humans, by 2030, according to Gartner, Inc. Organizations are placing greater emphasis on enhancing the capabilities of their existing workforce by supplementing with robotics due to factors like labor scarcity and rising costs. Smart robots have been identified by chief supply chain officers (CSCOs) as an important investment area, though many acknowledge their organization lacks internal robotics expertise to maximally leverage these innovative technologies. “CSCOs must develop an organizational structure to support the management of growing fleets of robots by creating a warehouse automation strategy,” said Abdil Tunca, senior principal analyst in Gartner's supply chain practice, in a statement. “Managers will encounter different scenarios when managing robots than they would with people, especially when managing fleets of task specific and polyfunctional robots, which will navigate more tasks and spaces within warehouses and fulfillment centers.” As robot fleets expand rapidly, more companies will adopt and explore diverse applications for robotics. Initially, when fleets are small and specialized, a technical professional or engineer will oversee operations within specific functional boundaries. However, as fleets grow and companies embrace varied robotics use cases, establishing a management structure to oversee robotics operations becomes essential. More come please follow me here on LinkedIn at Bill Stankiewicz. Best Regards, Professor Bill Stankiewicz , Robotics, OSHA Trainer, Heavy Lift & Crane Instructor Savannah Technical College Subject Matter Expert International Logistics Member of Câmara Internacional de Logística e Transportes - CIT-at The International Transportation Industry Chamber cc Drew Thomas Helen Yu Dr. Jermaine Whirl Leigh Anne Moore

26

6 Comments

What is The Cost of Doing Nothing? In Episode 76 of The Supply Chain Show ™, in my recent visit to Atlanta while delivering the S&OP workshop I had an opportunity to meet David Schultz, an experienced CPO and advisor, to answer the question: 👉 Why are supply chain leaders so hesitant to adopt AI, even when the technology is ready, affordable, and game-changing? In this powerful conversation, we uncover: ✅ Why companies are still stuck in Excel & old processes 📊 ✅ The myths & fears around AI in procurement 🤖 ✅ How culture, leadership, and “being busy” slow down digital transformation ⏳ ✅ The BCG 10-20-70 model for driving real results with AI 🔑 ✅ Practical examples of AI agents transforming supplier negotiations & decision-making 💡 David Schultz shares insider stories, hard truths, and proven strategies that every supply chain professional needs to hear. Whether you’re in procurement, logistics, or operations, this episode will shift your perspective on what’s possible with AI. 🔥 Don’t just watch the future happen—be part of it! #supplychain #AI #adoption

60

15 Comments

I often provide leaders with tailored updates on the impacts of evolving tariffs. Recently, I’ve been sharing predictions on what comes after IEEPA, so we can develop customized contingency plans. Here’s one thing I expect to happen. We are likely to see varying uses of Sections 232 and 301. That’s because after the Supreme Court invalidated the IEEPA tariffs, the U.S. lost a path to tariff implementation. Before, the administration could declare that an economic situation constituted an emergency in order to implement tariffs. Now, with narrower avenues to implementation, the government may rely on more established opportunities, but they come with conditions. Sections 232 and 301 each require investigations, reports, and recommendations before they can be used. The government may take the position that it has satisfied these requirements through prior activity, enabling it to expand coverage and find new applications that make up for what it lost under the IEEPA ruling. As these possibilities develop, I provide evolving insight for my clients and will continue to offer broader consideration here in my posts. If you’re interested in learning how your company can plan for post-IEEPA responses, send me a message for more information. #IEEPA #Section232 #Section301 #tariffs

9

In his recent ASCM article, Abe Eshkenazi notes that as Davos wraps up, AI has become central to the global conversation and its real value is in strategic purpose, not raw power. He highlights “physical AI,” where intelligence is embedded into machines and connected networks to predict failures, adapt to messy real-world conditions, and enable more self-correcting operations within human-defined guardrails. Eshkenazi adds that scaling this shift depends on strong data and feedback loops, focused high-impact use cases, avoiding “pilot purgatory,” and upskilling teams to lead AI-enabled systems alongside digital coworkers. As an ASCM Consulting Partner, SELCO supports supply chain professionals in staying ahead of key technology trends and collaborates with world-leading technology companies to develop agentic AI solutions that genuinely improve how companies plan, execute, and manage their supply chains. https://lnkd.in/df996ePC

22

To optimize inventory, we need to account for not only cost, but service level and space utilization. Read how our team at Data Driven Supply Chain LLC helped a national restaurant chain rethink its inventory strategy using simulation: https://lnkd.in/gBBmf9fu #inventory #inventoryoptimization #supplychain #supplychaindesign #simulation

58

2 Comments

🌊 The tide is turning in global trade. In this new episode of Unchained, Max Henry and Casey Tremblay unpack how businesses are responding to over $330 billion in new U.S. import tariffs – and why it’s driving some of the boldest supply chain transformations in years. 🎧 Listen: https://lnkd.in/gTY77vaw 📬 Subscribe: www.thechain.media GSCC and paid members get access to all exclusive content, reports, and more. #SupplyChain #Tariffs #GlobalTrade #SupplyChainStrategy #TheChain #ScenarioPlanning #Sustainability #Procurement #GSCC

1

1 Comment

We just received the preliminary benchmarking estimate for the Current Employment Statistics (CES) establishment survey (https://lnkd.in/g89EQPbk), which will be implemented in a few months. While these data are "old news" from the sense that they are telling us an estimate of the adjustment that will be applied to the March 2025 CES, they nonetheless give us a better sense for how the job market has been performing. Some thoughts: •The estimated downward revision of -911k jobs is a sharp negative revision. My hunch is much of this is due to the birth-death model that's part of the CES estimates being off (either too many births or too few deaths predicted). •The -95k for manufacturing aligns with what I predicted a few days ago (I was -100k, and I thought even worse at -125k). •The -110k for wholesale trade was right in line with my prediction from earlier today describing the weakness we are seeing in that sector's payrolls. •The -158k for business and professional services helps explain the softness for 4-year college hiring. Implication: The data released this morning corroborate what most of us were expecting that job growth from March 2024 to March 2025 was softer than CES was estimating. These data provide more reason for at least a 25-basis point cut in September (and perhaps 50-basis points if the inflation data comes in weaker than expected). #economics #jobs #markets #manufacturing #supplychain

57

8 Comments

For my March 12th Supply Chain Matters Podcast, I had the pleasure to speak to Donald Tumulak, PMP, a procurement transformation and strategic sourcing leader with more than 15 years of experience helping organizations optimize procurement operations, strengthen supplier governance, and drive measurable business value. I have known Donald for over 30 years and in short, he is my ��Go-To-Guy’ for matters related to contracts and strategic procurement. Donald shared his most recent experiences working as a Strategic Procurement Lead in the insurance industry. Our conversation did get a bit side-tracked as we debated the vertical integration of the ‘Auto Body Repair Shop Industry’ into the larger tier Insurance firms (TD, Intact, Aviva). When the dust settled, the discussion pivoted to the usage of AI in procurement. We spent time discussing the role of AI in assessing supplier risk and contract negotiation/management.  It was a pleasure to spend some time with one of my early-on mentors and colleagues and hopefully the messages pertaining to the integration of AI and ‘top-down’ decision making in procurement management was clear to students.   Thank you Donald for your time and knowledge share! For George Brown Polytechnic Supply Chain students and faculty: a recording of the session is located under “Content” in our SCM Community on Brightspace. ON DECK: I am taking a (March Break) week off. The next Supply Chain Matters Podcast is scheduled for Thursday March 26th. My guest will be  Keith Sheardown, a Director at Network Rail Consulting. His career spans all facets of rail asset transformation focusing on operational readiness, reliability, supply chains, innovation, performance management and change leadership. The conversation will focus on Lean Practices, change management/transformation, where Keith will pull on his 40+ years of experience in rail and transit including his time in executive positions at Metrolinx and Bombardier. Get your free ticket to event at: https://lnkd.in/gsKkzYDy #scm #supplychainmanagement #georgebrowncollege #procurement #insurance #strategicprocurement #serviceprocurement #GBP

21

1 Comment

A useful and data-backed look at ASCM’s executive compensation structure from Jeffrey McDaniels. Right now ASCM is not facing a revenue problem… it is facing an expenses problem. Accountability for restoring balance to the budget belongs to the board, and revising executive compensation should probably be their first step. ~Mr. Supply Chain® #SaveASCM #FreeSCOR

13

🎙️#4: Define the Ownership Model (RACI Before Tasks) Matrixed organizations live and die by clarity of roles. Your intake MUST include: 🔹 Sponsor – accountable for business value 🔹 Steering Committee – escalations + directional decisions 🔹 Project Lead (You) and Project Champion – driving structure + momentum 🔹 Core Team – decision-makers, not just attendees 🔹 Extended Stakeholders – informed + impacted groups And a simple RACI for: • Requirements • Decisions • Risks & Issues • Communications • Deliverables • Budget Why this matters: 90% of delays stem from unclear ownership. Matrixed teams need structure before they need tasks. #ProjectManagers #ProjectManagerLife #ProjectLeadership #PMTips #StrategicProjects #PMPCommunity #WomenInPM #ScrumAndProjectManagement #ChangeLeadership #ProgramManagement #beyondthegantt

7

Was fortunate to participate in a fantastic session about Supply Chain 5.0 on Tuesday at the CSCMP’s EDGE Supply Chain Conference & Exhibition™ with Charley Dehoney 🚚🤓 and Janeth Gabaldon. Supply Chain 5.0 is all about using Industry 4.0 technologies to solve for three problems: Resilience, Sustainability, and Human-Centricity. All of that most, of course, be done in an economically viable way. Janeth and I provided some background and some frameworks for understanding and implementing Supply Chain 5.0. Charley was one of the experts that we interviewed in our research, and he rattled off a long list of companies / technologies and explained how each fit into the Supply Chain 5.0 journey. There were a lot of examples, so even the folks who were trying to take notes had a hard time keeping. At their request, here is the official list of companies that Charley mentioned. ~Mr. Supply Chain® #AlwaysBeLearning #SupplyChain #CSCMP

14

2 Comments